In Her Own Words: Mary Johnston Writes for BizWomen

In Her Own Words: Architect Mary Johnston’s 30-year, family-first culture really works now

As our communities struggle to reopen, women across America see their lives becoming more complicated as they juggle responsibilities at home and at work (which is often still at home), caring for coworkers, customers and family. Mary Johnston created her architecture firm’s culture based on her needs; now it serves the needs of a new generation of architects.

We founded Johnston Architects (JA) in 1991. Our daughter Mona was 10 years old and her brother Sam was just three. Being one’s own boss provides more workplace stability. It also intensifies the realization that if anyone in a leadership position is going to be responsible for keeping a family machine running day in and day out, a truly flexible working environment is necessary.

Being one’s own boss provides more workplace stability. It also intensifies the realization that if anyone in a leadership position is going to be responsible for keeping a family machine running day in and day out, a truly flexible working environment is necessary.

In 1991, women shouldered most day-to-day childcare responsibilities. This led many women in architecture, and other sectors, to either drop out of the industry altogether or cut their hours after starting a family. While a lot has changed in 30 years, some old patterns remain. Even today, women choosing to work part time are often assigned less important projects or are excluded from holding leadership positions. These early realizations instigated the first, of many, conversations about JA’s firm culture and how things could be done differently.

Fast forward to 2020 when most of the country finds itself in sort of role reversal. In the Covid-19 reality, working from home became a requirement for many, with Zoom meetings being sandwiched around a toddler’s nap schedule and a third grader’s remote learning. But prior to Covid, nearly all eight Principals and Partners at JA, men and women included, already worked variable hours to address childcare and family needs. When Washington State shut down in March, we leveraged three decades of a flexible work culture to transition the rest of the team to this model and started to look at what this could mean for our profession — and our practice — in the long term.

When Washington State shut down in March, we leveraged three decades of a flexible work culture to transition the rest of the team to this model and started to look at what this could mean for our profession — and our practice — in the long term.

As JA approaches its 30th year in business, we are proud of the initiatives and systems we have put in place and can see the fruit of the seeds that were planted decades ago. Today, half of the partners are women and mothers, as are three of four principals. All four principals are parents and work reduced hours to help care for their families. While it is invaluable that we can offer this kind of flexibility, a larger question looms about how workplace expectations in our society work — or do not work — for people with children or aging parents to care for. It fuels the next conversation.

More questions arise in the realities of 2020 and the changes that Covid-19 has forced upon us. Today’s female architects design great projects, meet deadlines, and help their clients stay in budget, but they usually must do it in less time than their male colleagues. Although JA’s way of accommodating the personal obligations of the staff has proven to be very helpful prior to and especially during the Covid-19 crisis, it has shed a bright light on the shortcomings of the industry.

Today’s female architects design great projects, meet deadlines, and help their clients stay in budget, but they usually must do it in less time than their male colleagues.

One small design studio cannot solve all the roadblocks and contradictions that stymie truly flexible, supportive workplaces in this nation, but experience has taught us that to have a successful practice, we need to be inclusive and respectful of our staff’s differing circumstances, accommodating them as best we can. Talent does not come in one uniform package and if we want the best talent — the best “work family” possible — we must be flexible, now more than ever.